Transparency data
HO Government Major Project Portfolio data, March 2021 (csv)
Updated 15 July 2021
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| GMPP ID Number | Project Name | Department | Annual Report Category | Description / Aims | IPA Delivery Confidence Assessment (A Delivery Confidence Assessment of the project at a fixed point in time, using a five-point scale, Red – Amber/Red – Amber – Amber/Green – Green; definitions in the IPA Annual Report on Major Projects) | Departmental commentary on actions planned or taken on the IPA RAG rating. | Project - Start Date (Latest Approved Start Date) | Project - End Date (Latest Approved End Date) | Departmental narrative on schedule, including any deviation from planned schedule (if necessary) | Financial Year Baseline (£m) (including Non-Government Costs) | Financial Year Forecast (£m) (including Non-Government Costs) | Financial Year Variance (%) | Departmental narrative on budget/forecast variance for 2020/21 (if variance is more than 5%) | TOTAL Baseline Whole Life Costs (£m) (including Non-Government Costs) | Departmental Narrative on Budgeted Whole Life Costs |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| HO_0016_1213-Q1 | Emergency Services Mobile Communications Programme (ESMCP) | HO | Infrastructure and Construction | Emergency Services Mobile Communications Programme (ESMCP) is a cross government programme to deliver the new Emergency Services Network (ESN) critical communications system; replacing the current technology Airwave. ESN will transform emergency services' communications, by moving away from the largely 'voice only' proprietary and legacy Airwave radio system to a new combined voice and data service that leverages off-the-shelf technology and reuses commercial mobile telephone networks. Enhancements exist to prioritise emergency service calls above regular commercial traffic on the mobile network. | Amber/red | Compared to 1920-Q2, the project's Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber/red. This is primarily due to the following factors: The Amber/Red rating reflects that the Full Business Case (FBC) is being collaboratively re-worked with Senior Users in readiness for approval in summer 2021. In conjunction with the revision of the FBC, a priority focus is engagement with suppliers to ensure the delivery plan meets user requirements. The new full-time Senior Responsible Owner (SRO) is working with the programme to gain support with Senior Stakeholders and amongst the user communities. User engagement continues with a full engagement plan developed to increase user confidence. | 2011-06-01 | 2024-11-19 | Compared to 1920-Q2, the project's end-date increased from 31 December 2022 to 19 November 2024 . This is primarily due to the following factors: A programme re-plan is underway and the programme is updating its FBC in conjunction with the service users for consideration and approval in summer 2021. A key aspect of this will be ensuring that the rollout schedule is technically deliverable, acceptable to service users and delivers value for money at an acceptable level of risk. | £876.93 | £876.93 | 0% | The budget variance is less than or equal to 5%. | £11,198.84 | Compared to 1920-Q2, the projects Baseline Whole Life Cost increased from £9521.92m to £11198.84m. This is primarily due to the following factors: Programme re-plan underway in accordance with the revision of the FBC which has seen costs increase. Reporting of the Whole Life Costs will take place once the revised FBC has been approved. |
| HO_0029_1314-Q4 | Immigration Platform Technologies (IPT) | HO | ICT | The Immigration Platform Technologies (IPT) Programme is delivering the technology and information systems to support the immigration service through delivery of three integrated modern technology services that are cheaper to operate than those they replace. IPT will achieve operational efficiencies, optimise use of data and provide a more modern and streamlined customer journey. | Amber/red | Compared to 1920-Q2, the project's Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber/red. This is primarily due to the following factors: The programme's delivery plan was impacted by Covid-19 delaying roll-out and adoption; the complexity of the requirements, solution and business change for the final cross-Borders Immigration Citizenship Services solutions/services to be delivered. The challenges faced in delivering the data and Management Information elements of the programme were also underestimated; drawing on 14 months' worth of experience of delivering these elements, the programme plan has been reviewed and revised, resulting in a longer delivery timeframe. | 2013-04-01 | 2021-10-29 | Compared to 1920-Q2, the project's end-date increased from 30 September 2020 to 29 October 2021 . This is primarily due to the following factors: The Programme end date has been delayed primarily due to Brexit and Covid-19. Both Brexit and Covid caused operational areas to need to prioritise other operational activities. Brexit added scope to the wider immigration portfolio impacting on IPT and Covid deferred demand which delayed beta activity across a range of services, slowing the progress of roll out. There has also been unforeseen complexity during the development stages which has led to the build phases being longer than previously planned. In addition new priorities and emerging demand have arisen across the Home Office placing additional demands on the programme team. | £28.30 | £37.58 | 33% | The budget variance exceeds 5%. COVID significantly impacted the programme's plans for the year. In particular, planned public betas had to be cancelled and re-scheduled to later dates requiring delivery resources to be retained for longer. In addition to Covid-19 a number of issues have impacted the programme including: Transition complexity for the programmes cross-Home Office release; Extensions of the Private and Public Betas durations owing to the volume and cadence of cases processed by the operational teams; Change requests to the Minimum Viable Product arising from changes to the operational business and new Ministerial commitments such as British Nationals Overseas or Health Visas. | £337.25 | Compared to 1920-Q2, the projects Baseline Whole Life Cost increased from £304.95m to £337.25m. This is primarily due to the following factors: Covid-19 has impacted planned betas, with the majority postponed until operational teams could re-engage. This caused an elongation of the programme timelines and required retaining resources for longer. Further, BREXIT took key stakeholders away from the programme for periods of time (and also introduced change freezes) which caused delay. |
| HO_0031_1415-Q1 | Digital Services at the Border (DSAB) | HO | ICT | To deliver digital services that will provide systems capable of transforming the way that Border Force (BF) and its partners operate. | Amber | Compared to 1920-Q2, the project's Infrastructure Project Authority's Delivery Confidence Assessment rating decreased from Amber/Red to Amber. This is primarily due to the following factors: DSaB is making good progress and on schedule to complete by 31 March 2022; the new digital checking system went live on 20 November 2020 and is live at 15 of the 56 air, maritime and Juxtaposed ports in scope (including 4 of the UK's busiest airports). Work to end reliance on legacy systems by 31 March 2022 is on schedule; detailed planning is complete. A joint exit plan with the supplier of the legacy system is under review. | 2014-02-12 | 2022-03-31 | Compared to 1920-Q2, the project's end-date increased from 31 March 2019 to 31 March 2022 . This is primarily due to the following factors: Factors that prevented delivery within the original business case period ending March 2019 included: The UK's decision to leave the European Union (EU), increased ambition for Intelligence and Targeting; and changes to data classification. These factors culminated in the need to reset the programme in 2019; defining the scope more clearly, enhancing governance and reinforcing leadership. Since reset the programme has remained on schedule and within budget tolerances. | £87.74 | £84.78 | -3% | The budget variance is less than or equal to 5%. | £596.00 | Compared to 1920-Q2, the projects Baseline Whole Life Cost increased from £452.10m to £596.00m. This is primarily due to the following factors: The 19/20 financial year was used to initiate a programme "reset", resulting in the development of a new business case that included programme delivery costs to 21/22 plus eight further years of sustainment and live run costs. The revised business case was approved in the later part of 19/20 hence the cost increases were not shown in the 19/20 return based on Q2 data. |
| HO_0033_1415-Q3 | Home Office Biometrics (HOB) Programme | HO | ICT | Home Office wide convergence programme for biometrics within Government, covering border security, law enforcement and intelligence. | Amber/red | Compared to 1920-Q2, the project's Infrastructure Project Authority's Delivery Confidence Assessment rating increased from Amber to Amber/red. This is primarily due to the following factors: Over the last year the programme has made good progress on key deliverables, including the delivery of new capabilities, the decommissioning of legacy systems and the transition to new suppliers. However, delivery of the Matcher Project continues to be challenging and ongoing delays to testing activity and data migration may impact timelines and the programme's ability to achieve the projected closure date of March 2022. | 2014-04-01 | 2022-03-31 | Compared to 1920-Q2, the project's end-date increased from 30 September 2021 to 31 March 2022 . This is primarily due to the following factors: As part of the HOB Programme Business Case, approval was given to extend the end date of the programme from September 2021 to March 2022 to manage the now later and staged delivery of Strategic Matcher capabilities. | £90.60 | £90.60 | 0% | The budget variance is less than or equal to 5%. | £1,006.27 | Compared to 1920-Q2, the projects Baseline Whole Life Cost increased from £869.70m to £1006.27m. This is primarily due to the following factors: The WLC's have increased from the 2019/20 Q2 position as a result of additions to scope, additional funding requirements and the extension of the programme end date. |
| HO_0036_1617-Q2 | National Law Enforcement Data Programme (NLEDP) | HO | ICT | The National Law Enforcement Data Programme (NLEDP) is delivering an enhanced Law Enforcement Data Service (LEDS) that will be at the heart of protecting the public for years to come. | Red | Compared to 1920-Q2, the project's Infrastructure Project Authority's Delivery Confidence Assessment rating increased from Amber/Red to Red. This is primarily due to the following factors: The programme went into a reset following the outcome of an independent review in December 2020 which laid out that the programme faced multiple challenges and constraints in the way it had been delivering, and that if it continued, the programme would not be able to deliver the LEDS capability that is urgently required by policing. The programme is coming out of reset at the end of July 2021. The three main risks to the programme are force engagement and adoption, the strategic platform decision, and the need to ensure two-way replication of data. To mitigate the risk of delayed delivery, the programme is considering options to ensure the continued operation of the current Police National Computer system beyond 2025. | 2014-04-01 | 2023-03-31 | Compared to 1920-Q2, the project's end-date remained scheduled to finish on 31 March 2023 . This is primarily due to the following factors: The programme is currently undergoing a reset and a revised programme end date will be agreed once this process has been concluded. The current focus is on delivering the property product as a proof of concept for subsequent products delivery. | £86.55 | £75.02 | -13% | The budget variance exceeds 5%. The presented baseline is from the approved 2019 business case and there has been significant change in the Programme since then. During the reset headcount on the programme has been reduced to ensure value for money and mitigate any nugatory costs. As a result the 2020/21 costs have reduced. | £631.09 | Compared to 1920-Q2, the projects Baseline Whole Life Cost increased from £469.40m to £631.09m. This is primarily due to the following factors: Programme Whole Life Costs will be updated as part of the programme reset. |
| HO_0039_1920-Q4 | Future Border and Immigration System Programme | HO | Government Transformation and Service Delivery | The UK exited the European Union on 31 January 2020. From 1 January 2021 free movement ended and was replaced by a new points based immigration system. The Future Border and Immigration System (FBIS) will enable the UK to take back control of our border; it will simplify, enable and digitise our systems to put customers at the heart of a firmer, fairer and easier to navigate border and immigration system. | Amber/red | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/red.This is primarily due to the following factors: Programme confidence was assessed as Amber/Red in January 2021 by the Infrastructure and Projects Authority (IPA) assessment with a clear set of recommendations to move to an Amber rating by the end of the summer 2021. Work is underway to address these recommendations on scope, the development of the business case, articulating benefits, updating the Senior Responsible Owner (SRO) letters to reflect how the programme has moved on, dependencies and resources. The programme is now working to a new baselined delivery plan and resource plan and intends to publish a Strategy Statement setting out the scope in detail. | 2018-04-01 | 2025-03-31 | The project end-date is 31 March 2025. This is primarily due to the following factors: The programme successfully delivered the Points Based System last year before the end of freedom of movement on 31 December 2020. The programmes plans going forward are set out in a strategy statement which includes the key upcoming deliverables for 2021/22 and the vision for the border and immigration system to the end of 2024. This combines the programmes commitment to delivering a strong customer experience through a simplified, streamlined, user-centric system with how we will improve control by knowing who is coming in the UK and leaving, whilst increasing compliance. | £177.50 | £149.65 | -16% | The budget variance exceeds 5%. Underspends are largely a result of reduced demand resulting from COVID-19 restrictions. This has meant less case working has been required on cases; and less communication activity taking place. | £3,344.55 | The projects Baseline Whole Life Cost is £3344.55m. This is primarily due to the following factors: Costs are for the development and implementation of the United Kingdom's Future Border and Immigration System; as well as the running costs for the additional demand as a result of the new system. The baseline Whole Life Costs provided here have been created by bringing together material from different business cases. 2020/21 baselines have been derived from the Outline Business Case (OBC) approved by Treasury in March 2020 (with an adjustment made of £15.5m underspend due to reduced demand). Baselines from 2021/22 and beyond have been taken from a departmentally approved Programme Business Case produced in Autumn 2020. |
| HO_0040_1920-Q4 | Suspicious Activity Reports (SARS) Reform | HO | Government Transformation and Service Delivery | The Economic Crime Plan (ECP), jointly published by HMT and UK Finance in July 2019, includes commitments to SARs reform, recognising the regime as the cornerstone of our whole response to economic crime. Through a "whole system" approach to economic crime, SARs Reform Programme is addressing 3 out of the 52 actions in the ECP to enable higher levels of detection, prevention, and enforcement (nationally and internationally): . Action 30: SARs IT transformation and a design for the SARs regime target operating model. . Action 31: Greater feedback and engagement on SARs. . Action 32: Ensuring the confidentiality of SARs. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: The SARs Reform Programme is currently at Amber status to reflect the complexities and risks associated with the delivery of the programme, these include the multi-year funding required to ensure that delivery can be continued to agreed plan and scope. The programme has an improving direction of travel as, despite the challenges and some delays it is seeing delivery of benefits, the Full Business Case (FBC) indicates an improved Benefits to Costs Ratio compared to the Outline Business Case (OBC). | 2018-12-17 | 2024-04-02 | The project end-date is 02 April 2024. This is primarily due to the following factors: The programme remains on schedule to deliver its outcomes and benefits within the programme life time as indicated above. | £15.08 | £14.81 | -2% | The budget variance is less than or equal to 5%. | £120.42 | The projects Baseline Whole Life Cost is £120.42m. This is primarily due to the following factors: The programme's Whole Life Costs are outlined within the Full Business Case (FBC), increasing from the estimates of £120m presented in the Outline Business Case (OBC), primarily due to the improved definition of scope coupled with certainty and reduction in the planning and cost estimates in all areas. These costs, for a 10 year period from FY2020/21 to FY2029/30 will cover the delivery of the National Crime Agency (NCA) SARs IT Transformation, associated Business Change Management and future development and improvement, uplift of United Kingdom Financial Intelligence Unit (UKFIU) and Regional Organised Crime Units (ROCU) resources and the Programme Delivery team. |
| HO_0041_2021-Q3 | Police Uplift Programme | HO | Government Transformation and Service Delivery | Supporting the 43 police forces across England and Wales in the recruitment of an additional 20,000 police officers by March 2023. This is done through a collaborative approach through national infrastructure that has been established between the Home Office, the National Police Chiefs' Council, and the College of Policing. | Amber/Green | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/Green.This is primarily due to the following factors: As a result of their hard work and commitment, police forces in England and Wales have met the first target of 6,000 additional officers by March 2021 ahead of schedule. Published data shows that 6,620 additional police officers have been recruited into Uplift as of 31 December 2020, which is ahead of the 31 March milestone of 6,000. All forces are expected to meet their allocations for year 1 of Uplift by 31 March 2021. The Police Settlement for 2020/2021 confirmed funding for the recruitment of officers and the programme in year 2, where a further 6,000 officers will be recruited. The final year of allocations will be confirmed as part of the Spending Review in 2021 and the Police Settlement for 2022/23. | 2019-07-29 | 2024-03-31 | The project end-date is 31 March 2024. This is primarily due to the following factors: The government's commitment to recruit an additional 20,000 police officers is proceeding as scheduled, as shown through the Home Office quarterly published statistics. The programme will continue to monitor recruitment across policing in England and Wales for the remainder of the programme. | £750.00 | £750.00 | 0% | The budget variance is less than or equal to 5%. | £1,259.50 | The projects Baseline Whole Life Cost is £1259.50m. This is primarily due to the following factors: In 2020/21 (year 1) to support the recruitment of the first 6,000 officers, £750m was provided at the Police Settlement for the Uplift, with £700m for Police and Crime Commissioners (PCCs), with the remaining £50m used to fund national priorities to deliver the uplift, including the Police Uplift Programme itself. That funding has continued into 2021/22 (year 2) as part of the baseline for policing: with PCCs provided a further £415m for their recruitment, £8m will be added to the existing Counter-Terrorism policing grant, and City of London Police will receive £2m for the fraud element, to recruit the next 6,000 officers. The remaining costs for the programme, including the final additional 8,000 officers, will be provided as part of the Spending Review 2021. |
| HO_0042_2021-Q3 | Cerberus | HO | Government Transformation and Service Delivery | Border Force is making a transformative change to its analytics and targeting capabilities, better securing the border with improved operational outcomes, driving operational efficiencies, and therefore achieving considerable cashable savings through the decommissioning of expensive legacy systems. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: Delivery is progressing largely as planned using an agile methodology and to date has delivered a live capability that is in operational use, albeit in a limited capacity. The programme is carrying some resource, governance and technical delivery risks but this is unlikely to affect key deliverables or lead to a significant increase in cost. In fact, action being taken to address these issues are likely to mitigate future risk and potentially provide opportunities for cost savings. As a result some anticipated benefit realisation in 2021/22 is likely to be slowed and move into 2022/23 but the programme are not predicting an impact on the long-term benefits. | 2019-10-01 | 2024-04-01 | The project end-date is 01 April 2024. This is primarily due to the following factors: The programme is on track to be completed by the end of 2023/24. The timeline allows for the incremental delivery of data sets and targeting modes along with the underlying capabilities. This incremental approach to delivery allows for a steady and manageable change process which boosts feedback at each stage. This feedback can be thoroughly explored, and the agile working of the project means that changes required can be added into delivery plans. In addition, the timeline and sequencing of activities has been arranged to allow for the changes in technology and ways of working to land effectively and for the resulting capabilities to be fully leveraged. | £28.50 | £28.50 | 0% | The budget variance is less than or equal to 5%. | £172.10 | The projects Baseline Whole Life Cost is £172.10m. This is primarily due to the following factors: Baseline WLC: Key factors that led to Cerberus project to set its Q4 2020/21 Baseline Whole life Cost are: External HMRC data source funding External industry data source funding Fixing data quality issues with providers Big Match and Entity Search may be insufficient to meet the requirements of the project requiring an additional technology Need to invest in business change resource to cover deficiency in change management Decommissioning- Semaphore run cost vstride cost Training development cost FTS user licence cost |
| HO_0043_2021-Q4 | Future Suppliers Services | HO | Government Transformation and Service Delivery | Future Supplier Services (FSS) aim is to re-procure UK Visas and Immigration's (UKVI) UK and overseas front-end customer services to primarily provide biometric information to support their visa application and, in certain circumstances attend interviews. These services are currently outsourced under the Front-End Services UK and Next Generation of Outsourced Visas contracts and the project will look to procure equivalent services to maintain visa services; while maximising value and efficiency, which is a critical enabler for building and sustaining the UK's growth and prosperity. | Amber/red | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/red.This is primarily due to the following factors: The Amber/Red rating reflects the lack of any contingency in the plan to award new contracts. Work is underway to produce the requirement schedules for the commercial tender, however time for mobilisation and transition is also tight, this will be tested during the tender process. In addition, there is a lack of certainty on key dependency commitments from the Future Borders and Immigration (FBIS) Programme who are currently working through their detailed planning for 2021/22 and beyond. | 2019-12-12 | 2024-05-01 | The project end-date is 01 May 2024. This is primarily due to the following factors: FSS proposes to procure broadly equivalent services with flexibility to implement transformational changes envisaged as part of the Future Borders and Immigration System (FBIS) programme. A more digitally focused vision for visa applications is expected in the timeframe, enabled by remote biometric capture, which will fundamentally change the nature of front-end services. The front-end services contracts within the scope of this business case are therefore transitional in nature but designed to support the establishment of this digital vision. | £1.20 | £1.20 | 0% | The budget variance is less than or equal to 5%. | £927.50 | The projects Baseline Whole Life Cost is £927.50m. This is primarily due to the following factors: The prorgamme anticipate a whole life spend of £927.50m for the new contracts. There is no option available to extend the current contracts at the same cost, and all three available options under consideration are more expensive than the current contract and funding. The preferred option we anticipate will be approved and is the cheapest of the three options considered. |
| HO_0044_2021-Q4 | HMPO Transformation | HO | Government Transformation and Service Delivery | The Her Majesty's Passport Office (HMPO) Transformation Programme aims to modernise the passport business by digitising the end to end process and by automating much of the application assessment work. This will provide Her Majesty's Passport Office cashable savings and improve the customer experience. | Amber/red | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/red.This is primarily due to the following factors: Whilst HMPO is confident it will achieve the programme objectives, the Amber/Red rating reflects the Covid situation along with budget pressure and commercial risks, meaning that there is limited flexibility for slippage for achieving these objectives within the required timescales. | 2016-04-01 | 2022-03-31 | The project end-date is 31 March 2022. This is primarily due to the following factors: A number of scope changes and delays relating to covid, means that to finish the Transformation Programme an additional 18 months of work was required. Therefore the Business Case has been updated and this has been approved internally by the Home Office. | £49.28 | £49.28 | 0% | The budget variance is less than or equal to 5%. | £230.77 | The projects Baseline Whole Life Cost is £230.77m. This is primarily due to the following factors: The majority of the spend is on the development of digital solutions and the re-procurement and realignment of key outsourced business processes. |